If you want to put some spark in your career, or re-energize your work team, think about Project-Based Mentoring. This approach has significant benefits for both individuals and for organizations.
And it doesn’t matter if this approach is used in medical/clinical settings; space and aeronautics; energy or manufacturing; transportation or pharmaceutical; banking or non-profit enterprises. Project-based mentoring can help your summer sizzle no matter where you work or what shift you work!
Old or new projects get accomplished and people in the organization grow more and shine brighter. Go for it!
One of the most exciting moves in the game of baseball occurs when the slugger steals a base, then two, then three, then slides home!
In some ways, the dividends of being a mentor are a bit like stealing all the bases. Here’s what one seasoned mentor wrote:
—–“I get to re-teach myself important lessons from my experience, as I prepare to support my mentee.
—–My only mission is to help my mentee become more able, so I concentrate on listening, clarifying, probing and challenging. That carries over into all my relationships and helps ME be a better person and more interesting to be around.
—–Mentoring forces me to re-open my mind to a wider range of alternatives and ways of thinking. I become more creative and thoughtful, and that rubs off on my own habits, judgments and decision-making.
—–Working with mentees from different circumstances helps me look at t hings I might otherwise ignore or never face. I’ve had mentees who are younger, older, of a different gender, culture and race than myself. They have gifted me with a spectrum of views, values, norms and ways of thinking that i can now celebrate.”
WOW! That’s like stealing ALL the bases….in the game of life…and winning the inning!
Motivations are many: better work environment; greater reward; new degree on the horizon; new opportunities in the same organization.
There’s a particular triangle of talent that can really energize workers and that’s a good relationship between a manager, a mentee and the mentor.
Good managers recognize the underdeveloped abilities of their people and they can recommend mentors to help further the progress of their team members.
Aware mentees are the ones who can best identify areas in which they know or suspect they need growth.
Taking their developmental objectives to a good manager will help identify the sort of mentoring desired.
Gifted mentors provide strategic guidance to mentees, supporting both the manager and the growing mentee.
Mentors suggest readings, growth-oriented assignments and work in their own lessons of experience–
WITHOUT being problem-solvers for their mentees.
The solid energy triangle between the manager, mentee and mentor recognizes that it is the mentee
who’s the most in charge of his or her personal growth. Others can champion this adventure,
but it’s up to the mentee to “spring forward.”